As the labor market continues to evolve, small and mid-sized cities and counties that emerged and saw an influx of remote workers during the pandemic now face a nuanced challenge: many remote workers are reconsidering their long-term location choices as large employers in major metro areas increasingly emphasize return-to-office (RTO) policies. 

Across the U.S., hybrid work remains prominent, but the share of jobs requiring full-time office presence is growing, and companies such as JPMorgan Chase and others are publicly reaffirming in-office mandates, a signal that traditional work models are again influencing career decisions.

At the same time, remote work hasn’t vanished. Roughly one-quarter of U.S. employees still work remotely at least part of the time, with hybrid arrangements outpacing fully remote opportunities. Job seekers continue to gravitate toward flexibility, with surveys showing many would consider leaving a role if remote or hybrid options were eliminated. 

For local leaders, this shift presents both a threat and an opportunity: talent gained during the remote work boom could be drawn back to metro areas unless communities act intentionally to affirm that fulfilling careers and quality of life exist where they already live.

To navigate these dynamics, small and medium communities must position themselves not just as pleasant places to live, but as places where meaningful work and life fulfillment coexist. This begins with purposeful communication about quality of place: the unique combination of a dynamic built environment, affordability, and cultural vibrancy that helped attract remote workers in the first place. And, simply celebrating softer attributes is no longer enough; this narrative must be tied to real career opportunities that make staying locally a viable and attractive choice.

Equally important are clear, curated pathways between residents and local employers.

Many emerging cities and counties host a diverse and evolving employer base, yet residents may not see how their skills align with available jobs. Partnerships between economic development organizations, chambers of commerce, workforce boards, and local employers can create streamlined talent pipelines. Targeted skills training, internships, mentorship programs, and coordinated career days and events have proven to help residents connect directly with local opportunities they otherwise wouldn’t have known about or considered.

By amplifying these connections in community marketing channels, such as websites, social media, local media, and retention campaigns, places reinforce that staying put doesn’t mean career stagnation.

Part of a community’s brand identity should underscore that a fulfilling career and life can be built locally.

This doesn’t imply replicating big-metro industries or employer clusters, but rather showcasing how the community’s character supports purposeful work, balanced living, and personal growth in the environment remote workers were attracted to originally. Whether it’s highlighting success stories of local professionals, celebrating employer innovations, or aligning talent attraction messages with quality-of-place narratives, the brand must resonate with both emotional and practical motivators.

This storytelling and branding are central as communities continue to invest in their quality of place.

Infrastructure improvements, amenities, cultural programming, and efforts to attract new employers strengthen the substantive foundation that makes marketing programs even more credible. The two work in tandem: robust local economies substantiate messaging, and consistent communication amplifies the perception (and reality) of opportunity.

In the current return-to-work era, small and mid-sized communities that articulate career opportunities as part of their identity will be better positioned to retain the talent they previously gained and attract new residents looking for both meaningful careers and lives.